The mission of the Project Management Office (PMO) is to help Hawaiian Airlines achieve its strategic goals by implementing the right projects, the right way, to deliver the right business benefits.
Senior Project Managers are seasoned project management professionals with diverse project experiences, highlighted by a gradually increasing degree of project complexity, scope, and strategic importance.
Senior Project Managers work under the direction of a Portfolio Manager as part of the Project Management team within the Project Management Office (PMO). At any given point in time, Senior Project Managers are either working on a complex, highly-visible project, or on multiple low/medium complexity projects concurrently.
Key responsibilities include, but are not limited to, the following:
Successfully plan and execute projects to achieve intended business benefits
- Position the project for success by defining a structured delivery approach based on best practices and intuition, establishing project governance standards and structures, and defining individual and collective roles and responsibilities
- Lay out a clear plan for project execution by developing detailed schedules, defining milestones and deliverables, identifying resource requirements, and coordinating day-to-day activities across resources in a matrixed environment
- Create a cadence for diligent management of project financials by forecasting, monitoring, reporting on, and controlling project costs on an ongoing basis
- Ensure achievement of the project’s intended business benefits remain paramount by applying an appropriate amount of discipline to evaluate changes to the core aspects of the project that are proposed during execution or arise as the result of project conditions (e.g., scope, requirements, timelines, and cost)
- Proactively minimize the probability of adverse project conditions by establishing risk and issue management procedures, driving the creation and oversight of mitigation plans, and aggressively resolving conflict where needed
- Communicate the right things about the project at the right time in the right way by developing communication plans, tailoring communications to intended audience(s), and delivering information consistently and in an perceptive manner
- Provide insight into project health by defining appropriate metrics to measure project performance, comparing actual performance to planned performance on an ongoing basis, identifying root causes of situations that could negatively impact project performance, and preparing and delivering executive-level briefings when needed
Foster relationships across functions and levels of the organization
- Establish a reputation for collaboration through openness, empathy, employing an objective approach to decision making, and an awareness of politics without getting mired in them
- Remain composed when project progress, workload, or resource allocations are less than ideal and stress can be sensed across project stakeholders
- Display resiliency when assignments appear difficult or complex, and when dealing with uncertainty or ambiguity
- Facilitate relationships between business groups and IT departments, including collaborating with IT to ensure costs/resources are considered in alignment with project schedule
Enrich the delivery capabilities and overall performance of the PMO
- Embody accountability by taking responsibility for individual actions and encouraging others to do the same, and supporting the company's and department's strategy and values
- Promote unity by demonstrating confidence in self and peers, and placing the success of the team over success of the individual
- Deepen project management expertise by supporting the continuous assessment and improvement of PMO frameworks, processes and practices
- Identify opportunities for improvement by reviewing projects, either during or post-execution, if needed
- Support the professional growth of fellow project managers by providing informal leadership, guidance, and mentoring if needed
- Education: Bachelor's degree or equivalent combination of work experience and education
- Past experience: Minimum ten years of professional experience, with at least eight years of direct work experience in a project management capacity (large, complex individual projects, or multiple concurrent projects of varying size and complexity)
- Lead: Positively influence others to work collaboratively to set and achieve aggressive goals, facilitate timely and relevant decision making, and retain composure while coping with uncertainty, risk, and competing priorities
- Structure delivery: Demonstrated use of project management methodologies or frameworks, as well as system development lifecycle (SDLC) methodologies in complex contexts
- Solve problems and think independently: Proficient ability to identify and structure complex problems, rapidly prioritize issues and solution development, plan and conduct complex work, process information quickly, and place information in to an intuitive context or framework
- Communicate effectively: Deliver clear and concise written and verbal messages in a structured manner, manage differing points of view, tailor communications/style to audience, and craft presentations with quality expected for senior level executives
- Utilize project management tools: Advanced ability to build and maintain project schedules using Microsoft Project; high degree of proficiency with Microsoft Office tools (e.g., Word, Excel, PowerPoint)
- Other: Must be legally authorized to work in the United States for any employer without sponsorship; must pass a background check and pre-employment drug test
- Project Management Professional (PMP) certification
- Prior experience with SCRUM/Agile methodologies overseeing multi-function project teams
- Airline or related industry experience
- Equal Opportunity Employer/Protected Veterans/Individuals with Disabilities.
- Please view Equal Employment Opportunity Posters provided by OFCCP here.
- The contractor will not discharge or in any other manner discriminate against employees or applicants because they have inquired about, discussed, or disclosed their own pay or the pay of another employee or applicant. However, employees who have access to the compensation information of other employees or applicants as a part of their essential job functions cannot disclose the pay of other employees or applicants to individuals who do not otherwise have access to compensation information, unless the disclosure is (a) in response to a formal complaint or charge, (b) in furtherance of an investigation, proceeding, hearing, or action, including an investigation conducted by the employer, or (c) consistent with the contractor's legal duty to furnish information.